ba 31 chapter 4 © 2008 prentice hall, inc. all rights reserved. 4–1

BA 31 Chapter 4

© 2008 Prentice Hall, Inc. All rights reserved.

4–1

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

1. Discuss the nature of job analysis, including what it is and how it’s used.

2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods.

4. Write job specifications using the Internet as well as your judgment.

5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.


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Sit

uati

onal

Leaders

hip


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Work activities

Human behaviors

Human requirements

Job context

Machines, tools, equipment, and

work aids

Performance standards

Information Collected Via Job Analysis


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Recruitment and Selection

CompensationEEO Compliance

Discovering Unassigned

Duties

Performance Appraisal

Training

Information Collected Via Job Analysis

FIGURE 4–1 USES OF JOB ANALYSIS INFORMATION


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(SOC) - Standard Occupational Classification


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1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how you’ll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.

Information Sources Individual employees Groups of employees Supervisors with

knowledge of the job

Advantages Quick, direct way to

find overlooked information

Disadvantages Distorted information

Interview Formats Structured (Checklist) Unstructured


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FIGURE 4–3 JOB ANALYSIS QUESTIONNAIRE FOR DEVELOPING JOB DESCRIPTIONS


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Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

FIGURE 4–3 JOB ANALYSIS QUESTIONNAIRE FOR DEVELOPING JOB DESCRIPTIONS (CONT’D)


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Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

Note: Have incumbent journal their daily duties for at least two to three weeks. Have them bring their typed notes or filled out forms to the meeting.

The job analyst and supervisor should work together to identify the workers who know the job best.

Quickly establish rapport with the interviewee.

Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.

Ask the worker to list his or her duties in order of importance and frequency of occurrence.

After completing the interview, review and verify the data.


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Information Source Have employees fill

out questionnaires to describe their job-related duties and responsibilities

Questionnaire Formats Structured checklists Open-ended questions

Advantages Quick and efficient

way to gather information from large numbers of employees

Disadvantages Expense and time

consumed in preparing and testing the questionnaire


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Information Source Observing and

noting the physical activities of employees as they go about their jobs

Advantages Provides first-hand

information Reduces distortion of

information

Disadvantages Time consuming Difficulty in capturing

entire job cycle Of little use if job

involves a high level of mental activity


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Information Source Workers keep a

chronological diary/ log of what they do and the time spent on each activity

Advantages Produces a more

complete picture of the job

Employee participation

Disadvantages Distortion of

information Depends upon

employees to accurately recall their activities


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FIGURE 4–4 EXAMPLE OF POSITION/JOB DESCRIPTION INTENDED FOR USE ONLINE


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Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

FIGURE 4–4 EXAMPLE OF POSITION/JOB DESCRIPTION INTENDED FOR USE ONLINE (CONT’D)


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FIGURE 4–4 EXAMPLE OF POSITION/JOB DESCRIPTION INTENDED FOR USE ONLINE (CONT’D)


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Competencies Demonstrable characteristics of a person

that enable performance of a job. Reasons for Competency-Based Job Analysis

To support a high-performance work system. To create strategically-focused job descriptions. To support the performance management

process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical competencies


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Steps in the Statistical Approach ***Analyze the job and decide how to measure

job performance.

***Select personal traits that you believe should predict successful performance.

Test candidates for these traits.

Measure the candidates’ subsequent job performance.

Statistically analyze the relationship between the human traits and job performance.


4–22***NOTE: We are dealing with the first two only at this point.


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Specifications for Trained Versus

Untrained Personnel

Specifications Based on Statistical Analysis

“What traits and experience are required

to do this job well?”

Specifications Based on Judgment


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The Disney Look

Organized Self-Starters Positive/Friendly

Personality Teachable Coachable Attention to detail Type A personality Type B personality Responsive Motivated 4–26


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The EEOC does not validate pre-employment assessments nor does the Office of Federal Contract Compliance. As far as employment assessments are concerned, the extent of their authority is to audit or investigate unacceptable procedures when a discrimination charge has resulted from adverse impact. Their investigation pertains to all employee selection procedures. There have been very few disparate impact cases involving pre-employment assessments because those assessments generally do not have an adverse impact on any protected group. That does not preclude misuse of an employment assessment by requiring unreasonably high or restrictive standards that would not be a bona fide occupational qualification.


4–28http://www.employment-testing.com/legality.htm

Extreme weather conditions

Hazmat Environment Noise (Airport) Confined Spaces Extreme Altitudes Asthmatic conditions Woodworking

(Shavings) Heavily perfumed areas animal dander (allergy)


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JobEnlargement

Job Enrichment

Job Design:Specialization and

Efficiency?

Job Rotation

*Eliminating narrowly defined jobs.


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Flattening the Organization

Reengineering Business

Processes

Dejobbing the Organization

Using Self-Managed Work

Teams

Dejobbing - broadening the responsibilities of company’s jobs and encouraging workers not to limit themselves to what’s on their job descriptions is a result of the changes taking place in business today.


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JobIdentification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description

O*NET™ Online


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http://online.onetcenter.org/

http://www.biztrain.com/products/descriptionsnow.htm

http://www.bls.gov/


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Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates

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TABLE 4–2 SOC MAJOR GROUPS OF JOBS – STANDARD OCCUPATIONAL CODES


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11-0000 Management Occupations

13-0000 Business and Financial Operations Occupations

15-0000 Computer and Mathematical Occupations

17-0000 Architecture and Engineering Occupations

19-0000 Life, Physical, and Social Science Occupations

21-0000 Community and Social Services Occupations

23-0000 Legal Occupations

25-0000 Education, Training, and Library Occupations

27-0000 Arts, Design, Entertainment, Sports, and Media Occupations

29-0000 Healthcare Practitioners and Technical Occupations

31-0000 Healthcare Support Occupations

33-0000 Protective Service Occupations

35-0000 Food Preparation and Serving-Related Occupations

37-0000 Building and Grounds Cleaning and Maintenance Occupations

39-0000 Personal Care and Service Occupations

41-0000 Sales and Related Occupations

43-0000 Office and Administrative Support Occupations

45-0000 Farming, Fishing, and Forestry Occupations

47-0000 Construction and Extraction Occupations

49-0000 Installation, Maintenance, and Repair Occupations

51-0000 Production Occupations

53-0000 Transportation and Material Moving Occupations

55-0000 Military Specific Occupations

Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.

4–40http://www.bls.gov/oes/2007/may/oes_ca.htm#b00-0000

FIGURE 4–9MARKETING MANAGER DESCRIPTION FROM STANDARD OCCUPATIONAL CLASSIFICATION

(SOC CODE) =

(US FEDERAL JOB CLASSIFICATION SYSTEM)


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Source: www.bls.gov/soc/soc_a2c1.htm. AccessedAugust 17, 2007.


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Median Mean – What’s the Difference?By understanding the difference between median and mean, and what the implications are of each, you will be able to challenge such assertions and avoid being duped yourself. First, a brief explanation of each, then some real life examples of median and mean that we can all relate to.

Let’s take this set of 11 numbers:

2 3 3 4 7 9 11 12 14 17 25 The median and the mean are pretty close together, but different nonetheless. See the attached Excel-generated output:


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Wage Range

The relative standard error (RSE) is a measure of the reliability of a survey statistic. The smaller the relative standard error, the more precise the estimate.

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http://personnel.ky.gov/NR/rdonlyres/44CAB895-3CB2-4CF4-BADD-A2EB679273A0/0/flsatest.pdf

Exempt v. Non-Exempt?

FAIR LABOR STANDARDS ACT

http://www.flsa.com/coverage.html


4–50http://www.nibmimages.com/nibm/Audit-TestYourCompliance.pdf

Test Your Compliance

Contractor? Employee?

http://www.irs.gov/businesses/small/article/0,,id=99921,00.html


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Job Identification Job title *FLSA status section –

Exempt/Non-Exempt? Wage

Job Summary General nature of the job Major functions/activities

Relationships Reports to: Supervises: Works with: Outside the company:

Major Responsibilities and Duties Major responsibilities and

duties (essential functions) Decision-making authority Direct supervision

Budgetary limitations Standards of Performance and

Working Conditions What it takes to do the job

successfully

Written Job Description

*FAIR LABOR STANDARDS ACT


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*Step 1. Decide on a Plan*Step 2. Develop an Organization Chart

Step 3. Use a Job Analysis/Description Questionnaire (Done)

Step 4. Obtain Lists of Job Duties from O*NET

Step 5. Compile the Job’s Human Requirements from O*NET – SOC code?

Step 5 Determine Wage/Hour – Exempt – Non-Exempt

Step 6. Complete Your Job Description


4–55*Who does this person report to?

ba 31 chapter 4 © 2008 prentice hall, inc. all rights reserved. 4–1

Documents

prentice hall

job incumbents

job analysis questionnaire

job functions

job specifications

job analyst

nature of job analysis

legal reports